Home Office

Drugs strategy guidance for local delivery partners

Kit Malthouse: As the cross-government minister with responsibility for combating drugs, I am pleased to announce today the publication of guidance for local partners helping to deliver the commitments and ambitions laid out in the 10-year drugs strategy by this government in December. This is an important next step in the ambitious whole-of-government plan to cut crime, save lives, and sets out a framework to help local partners reduce drug-related harm and monitor their progress. Drugs can have devastating effects on individuals, families and neighbourhoods, and the cost to society is nearly £20 billion a year in England alone. Drug-related deaths are at the highest levels recorded, and drug use is associated with nearly half of all homicides and acquisitive crimes such as robberies, burglaries, and thefts. The drivers behind drug-related harm are clearly complex and cut across the responsibilities of a range of different organisations. As a result, dedicated funding of nearly £900m was announced with the strategy in December, taking the investment in combating drugs to £3 billion over three years across enforcement, treatment and recovery, and demand reduction. Now, as the focus turns to implementation and delivery, local partners such as local authorities, public health services, police forces, prisons, and probation services are being asked to step up and fulfil their collective role as the engine room of this drugs strategy. It is these local delivery partners that are best placed to address the needs of their local communities. The new guidance provides an important framework for how local partners in England should work together to reduce drug-related harm and drive join up across sectors and a framework for Combating Drugs Partnerships. A single Senior Responsible Owner (SRO) in each locality will chair these partnerships and be responsible for reporting to central government on local cross-cutting delivery against the National Combating Drugs Outcomes Framework, alongside their own specific organisational objectives. The outcomes and metrics included in the framework aim to provide a clear line of sight between action and the impact experienced by individuals, families, and neighbourhoods across the country and in local areas. This is how delivery of the commitments and ambitions of the 10-year drugs strategy to level up the country will be most effectively monitored. The potential benefits are significant and wide-ranging, including improving people’s safety, productivity and wider health and well-being. I look forward to confirmation of the partnerships and working with the local SROs. While this guidance is aimed primarily at partners in England, we have referenced Wales where it touches on reserved matters. More broadly we will continue to work with the devolved administrations to embed collaboration on these issues. The guidance will be available on gov.uk and placed in the libraries of both Houses.

Department for Transport

Future of Freight Plan

Trudy Harrison: As a proud, free-trading nation, moving goods domestically and abroad has always been the backbone of the United Kingdom’s economy. Throughout the pandemic and in our work to deliver Brexit and a Global Britain we have been reminded of the vital role that the freight and logistics sector has supporting the supply chains that maintain our economic wellbeing. Across government we have worked collectively, and collaboratively with industry to mitigate disruption to our supply chains. We have delivered unprecedented action with 33 measures to help the sector tackle the shortage of HGV drivers. This included making more driving test slots available than needed and introducing bootcamps, which has seen the number of available HGV drivers stabilise. We also provided vital support to ferry and freight operators to weather the start of the pandemic. This, alongside other actions, has led to sector reports of pressures easing following global challenges on the supply chain, and supported this highly effective and adaptable sector to maintain the smooth flow of goods into, out of and across the country.It is now important that we look to ensure that the sector is ready to grasp opportunities in the medium- and long-term. The Future of Freight is the first time that the UK government has developed a long-term cross-modal plan for the freight and logistics sector. The plan is a collaboration with industry and we have engaged stakeholders extensively in its development, including through the Freight Council. It sets out how the UK government and industry have agreed to work more closely together, and with the Devolved Administrations, to deliver a world-class, seamless flow of freight across our roads, railways, seas, skies and waterways.The vision set out in the plan is for a freight and logistics sector that is cost-efficient, reliable, resilient, environmentally sustainable and valued by society for its role in supporting our way of life. The plan is also clear on the importance of the sector to achieving some of the government’s strategic priorities. The sector is ideally placed to support Levelling Up driving economic activity across all corners of the UK and proving secure employment, for example in ports and distribution centres sited in levelling-up priority areas, and opportunities in all our communities. The plan also supports our efforts to strengthen the Union improving connectivity across the United Kingdom.The plan focuses on five priority areas of challenge identified with industry. It is the start of a long-term collaboration which will raise the status of freight within government. It sets out government and industry commitment to collaborate on a number of actions:The National Freight Network: We will identify a National Freight Network (NFN) across road, rail, maritime, aviation, inland waterway and warehouse infrastructure. Our long–term aim will be to remove the barriers which prevent the seamless flow of freight.Transition to Net Zero: We want to support the entire sector in its transition to Net Zero. We will launch the Freight Energy Forum with industry, focused on collaborating with industry to assess future energy and fuel needs and paths to providing the requisite infrastructure.Planning: We will further embed freight in planning, transport and design policy and guidance, and ensure freight is represented in planning reform. We will publish a call for evidence with industry to support this work.People & Skills: We will expand awareness of the sector and freight careers amongst the public, particularly through the industry-led and government-backed Generation Logistics communication campaign. This will maximise the impact of cross-government employment and skills programmes for the freight sector.Data & Technology: We will maximise opportunities for uptake of innovative technology and digitalisation, including through delivery of a dedicated cross-modal £7m Freight Innovation Fund.Moving goods efficiently has underpinned Britain’s historical growth, prosperity and global influence. In today’s increasingly interconnected and competitive global economy, we require a world beating freight and logistics sector that will deliver the greener, fairer, and stronger economy we need. A sector that will help build a truly Global Britain.I will place a copy of the future of freight: a long term plan in the libraries of both Houses

Ministry of Defence

Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services Inspection Reports of the Royal Navy, Royal Military and Royal Air Force Police

Leo Docherty: I wish to inform the House that I am laying today, on behalf of the Secretary of State for Defence, the reports from Her Majesty’s Inspectorate of Constabulary Fire and Rescue Service (HMICFRS) Inspection of the Service Police (the Royal Navy Police, the Royal Military Police and the RAF Police). The Armed Forces Act 2011 places a duty on HMICFRS to inspect and report to the Ministry of Defence on the independence and effectiveness of investigations carried out by each Service police force, and this is HMICFRS third statutory inspection report on the Service Police. I welcome these reports on Service Police investigations into Rape, serious sexual assault, and domestic abuse investigations from an independent civilian authority. While the reports recognise that such investigations are done to comparable or higher standards than most civilian police forces, some areas of concern have been raised, specifically around the safeguarding of victims. We have work in hand to improve the safeguarding and support to victims of these most serious offences including through the setting up of the Victims and Witness Care Unit (VWCU), under the Defence Serious Crime Command which will be fully operational by December 2022. More widely, there were a total of 30 recommendations and 13 areas of improvement for the Royal Naval Police, 32 recommendations and 19 areas of improvement for the Royal Military Police and 30 recommendations and 21 areas of improvement for the Royal Air Force Police.  A third of these were common to all three Services. The Department accepts the reports’ findings and will consider the recommendations and areas for improvement in detail. Copies of the reports will be available through the Journal Office. Royal Navy Police  (pdf, 640.6KB)Royal Military Police (pdf, 661.1KB)Royal Air Force Police (pdf, 781.0KB)

Defence AI Strategy Launch

Jeremy Quin: Today I am pleased to publish the Defence Artificial Intelligence (AI) Strategy. This strategy sets out our ambitious plans to harness responsibly the game-changing potential of these ubiquitous, enabling technologies to rapidly modernise the UK’s Armed Forces and secure our military edge. Our vision is that, in terms of AI, the Ministry of Defence (MOD) will be the world’s most effective, efficient, trusted and influential Defence organisation for our size. The Strategy articulates how we will transform the culture of Defence to become truly ‘AI ready’, developing the skills, technical enablers and Research and Development programmes to dramatically accelerate the adoption of AI-enabled systems and capabilities. In doing so we will champion and strengthen the UK’s industrial and academic base to secure national strategic advantage in AI technologies, supporting the Government’s wider ambitions for the UK to become a Science and Technology Superpower by 2030. The strategy also sets out how we will address the global security policy challenges associated with the use of AI in a defence context, from geostrategic technological competition to counter proliferation and strategic deterrence. We recognise that getting right the ethics of military AI is a particularly important requirement. That is why, alongside the strategy, we are also publishing a policy document: ‘Ambitious, Safe and Responsible - Our approach to the delivery of AI-enabled capability in Defence’. This document sets out the robust controls framework that will be applied for all AI-enabled military capabilities, throughout system lifecycles, providing assurance to the public and our partners that our use of these systems will always be in line with UK values, standards and legal obligations. We have engaged extensively with partners across Government, civil society and our allies in developing these approaches, and will continue to do so over the coming months. I am placing copies of both documents in the Library of the House. Defence AI Strategy (pdf, 7442.2KB)Ambitious Safe and Responsible (pdf, 200.1KB)